GTM Framework
MEDDIC / MEDDPICC
Metrics. Economic Buyer. Decision Criteria. Champion. Competition.
The enterprise sales qualification framework that creates pipeline predictability. Know exactly where each deal is strong—and where it's at risk.
MEDDIC was developed at PTC in the 1990s to create predictable enterprise revenue.
The insight: Most deals stall or lose not because of product—but because of qualification gaps. The champion wasn't real. The economic buyer wasn't engaged. The pain wasn't urgent enough.
MEDDPICC adds Paper Process (procurement complexity) and Competition tracking.
The framework forces honesty. When you can't fill in an element, you know exactly where your deal is weak.
The Framework
MEDDIC isn't a sales methodology—it's a qualification framework. It tells you whether a deal is real and what's missing. Without it, you're guessing which deals will close.
MEDDPICC Elements
M - Metrics:What quantified outcomes are they trying to achieve?
E - Economic Buyer:Who has the authority and budget to sign off?
D - Decision Criteria:What will they evaluate vendors against?
D - Decision Process:What's the timeline and approval workflow?
P - Paper Process:What's required for procurement and legal?
I - Identify Pain:What's the core problem driving this initiative?
C - Champion:Who is selling for you when you're not there?
C - Competition:Who else are they evaluating? Where do you stand?
When to Use
Best For
- • Enterprise sales with long cycles
- • Complex deals with multiple stakeholders
- • Pipeline reviews and forecasting
- • Identifying deal risks early
Avoid When
- • Transactional, short-cycle sales
- • SMB with single decision maker
- • Inbound leads with clear intent
The Prompts
Full MEDDPICC Deal Analysis
Analyze this deal using the MEDDPICC framework. Deal Context: - Company: [COMPANY] - Opportunity: [WHAT THEY'RE EVALUATING] - Stage: [CURRENT SALES STAGE] - What we know: [PASTE NOTES FROM CALLS/EMAILS] MEDDPICC Analysis - Score each 1-5 and explain gaps: M - Metrics: What quantified business outcomes are they trying to achieve? E - Economic Buyer: Who can sign off on budget? Have we engaged them? D - Decision Criteria: What will they evaluate solutions against? D - Decision Process: What's the timeline and approval workflow? P - Paper Process: What's required for procurement/legal? I - Identify Pain: What's the core pain driving this initiative? C - Champion: Who is advocating for us internally? How strong are they? C - Competition: Who else are they evaluating? Where do we win/lose? For each element: 1. What we know (with evidence) 2. What we don't know (gaps) 3. Questions to fill the gaps 4. Risk level (Red/Yellow/Green) Generate a complete MEDDPICC scorecard.
Metrics Discovery (M)
Generate questions to uncover Metrics (the M in MEDDIC). Context: - Prospect company: [COMPANY] - Their initiative: [WHAT THEY'RE TRYING TO SOLVE] - My solution: [WHAT WE OFFER] - Typical outcomes: [RESULTS WE DELIVER] Metrics Discovery Goals: - Quantify the current state (baseline) - Understand their target state (goals) - Identify how they'll measure success - Connect your value to their KPIs - Get specific numbers they care about Generate 6 questions that: 1. Establish baseline metrics for the problem 2. Understand their success criteria 3. Quantify the gap between current and target 4. Tie outcomes to their business metrics 5. Identify who cares about these metrics 6. Set up ROI conversation later
Economic Buyer Strategy (E)
Generate strategy to engage the Economic Buyer (the E in MEDDIC). Context: - Company: [COMPANY] - Suspected Economic Buyer: [NAME/TITLE] - Champion contact: [WHO YOU'RE WORKING WITH] - Deal size: [APPROXIMATE VALUE] - Their initiative: [WHAT THEY'RE SOLVING] Economic Buyer Engagement Goals: - Confirm who can actually sign off - Understand their priorities vs. the team's - Get direct access or executive sponsorship - Align your value to what they care about - Avoid getting stuck in the committee Generate: 1. Questions to ask your champion about the EB 2. How to position an intro to the EB 3. Key messages for the EB (different from champion) 4. Risks if we don't engage the EB directly 5. Alternative paths if EB access is blocked
Champion Evaluation (C)
Evaluate and strengthen your Champion (the C in MEDDIC). Context: - Champion name: [NAME] - Champion title: [TITLE] - Company: [COMPANY] - How engaged they are: [HIGH/MEDIUM/LOW] - What they've done so far: [ACTIONS TAKEN] Champion Evaluation Criteria: - Access: Can they get you to power? - Influence: Does their opinion matter internally? - Motivation: Do they personally win if you win? - Capability: Can they sell internally when you're not there? - Trust: Do they share real information with you? Generate: 1. Champion strength score (1-5) with justification 2. Questions to test if they're a real champion 3. How to arm them for internal selling 4. Content/materials they need to advocate 5. Warning signs if they're not actually a champion 6. Plan B if champion is weak
Competition Analysis (C)
Analyze competitive positioning (the C in MEDDPICC). Context: - Company: [COMPANY] - Our solution: [WHAT WE OFFER] - Known competitors: [WHO ELSE THEY'RE EVALUATING] - Our strengths: [WHERE WE WIN] - Our weaknesses: [WHERE WE LOSE] Competitive Analysis Goals: - Understand where we stand in evaluation - Identify land mines competitors may have set - Prepare champion with competitive talking points - Reframe decision criteria to favor us - Neutralize competitor strengths Generate: 1. Questions to uncover competitive dynamics 2. Land mines each competitor likely sets 3. How to reframe criteria in our favor 4. Trap questions for competitors 5. Proof points that neutralize their strengths 6. What to do if we're behind
Example Output
MEDDPICC Scorecard: Acme Corp CRM Evaluation M - METRICS: 3/5 (Yellow) Known: They want to increase pipeline by 40% this year Gap: Don't know current conversion rates or baseline Next: Ask Sarah about current funnel metrics in next call E - ECONOMIC BUYER: 2/5 (Red) Known: CFO (James) must approve >$50K Gap: No direct engagement, unclear what he cares about Next: Ask Sarah to intro us, position around cost savings D - DECISION CRITERIA: 4/5 (Green) Known: Integration with Salesforce, ease of use, reporting Gap: Weighting of criteria, who defined them Next: Confirm if these are the official criteria D - DECISION PROCESS: 3/5 (Yellow) Known: Decision by Q1, committee of 4 Gap: Who's on committee, what each cares about Next: Map the full buying committee P - PAPER PROCESS: 2/5 (Red) Known: Legal review required Gap: Timeline, who in legal, standard terms or custom Next: Ask about typical procurement timeline I - IDENTIFY PAIN: 5/5 (Green) Known: Lost 3 deals last quarter due to slow response times Personal: Sarah's bonus tied to conversion improvement Evidence: Shared internal dashboard showing problem C - CHAMPION: 4/5 (Green) Known: Sarah has VP ear, motivated by promotion potential Gap: Hasn't sold internally for us yet Next: Arm her with ROI deck for VP meeting C - COMPETITION: 3/5 (Yellow) Known: Also looking at Competitor X Gap: Don't know their positioning or who they know Next: Ask Sarah where we stand vs. competition OVERALL SCORE: 26/40 - QUALIFIED WITH GAPS Priority actions: 1) EB engagement 2) Paper process clarity